I listened to the CEO address his senior managers at their annual conference. He painted a picture of new growth and opportunity, sharing his vision for the coming year and how it aligned with the bigger and longer term vision. I watched his managers pay genuine attention to the oration. It was indeed inspiring. The CEO knew he had their attention.
Then he did something that wasted the effort. He began listing his expectations about what and how the managers would deliver on the vision. Within a short space of time, as the list grew longer, I watched many of the managers’ eyes glaze over. Others started smiling into their crotch as they operated their mobile devices. Only one or two took notes. In essence, he lost them.
How often have you expressed your disappointment about your expectations not being heeded?
How often have you heard others complain that their expectations aren’t being met?
I learned the hard way that in a team or an organisation, my expectations don’t matter that much – even if I am the leader. Because I expect something, doesn’t mean that anyone has understood or agreed with it.
At worst our expectations are merely assumptions.
I no longer operate on expectations in a team or organisation. Instead I form clarity of agreement. Yes it takes longer to create a clear agreement with timelines, standards and reporting conditions specified. However the return on investment is higher!
I now never complain about my expectations not being met, because I don’t have any – I have agreements.
Now all we need ask is “Will you honour our agreement?” – and most often we do.
I would love to outlaw the expression “my or our expectations” in corporate communication.
If we ensured we operated from a clarity and specificity of agreement then our expectations are no longer needed. We would also discover that subject to clarity of consequences, both positive and negative, accountability would dramatically improve.
What do you think?
